The author argues that AI does not inherently undermine authentic hospitality; what matters is the intent behind its use and whether it empowers employees to respond more thoughtfully to individual guests.
A LodgIQ executive argues that over 50% of AI pricing recommendations are overridden industry-wide because hotels skip the trust-building stages needed before full automation, not because the technology fails.
H1 2026 global hotel performance was driven by ADR growth rather than occupancy gains, with shrinking booking windows, shorter stays, and rising guest expectations reshaping commercial strategy.
Hyken argues churn stems from inconsistent service experiences over time, and urges companies to measure it as rigorously as sales to identify and fix the root causes.
With U.S. hotel margins compressing for a third consecutive year, the article argues supplier payments represent an untapped profit center via rebates, working capital gains, and AP automation.
The author argues that fully automated AI proposal responses risk commoditizing hotel group sales, pushing buying decisions toward price alone, and urges hotels to keep human touchpoints at the center of the sales process.
HVS argues that branded residence success depends on buyer demand depth, competitive positioning, and independent feasibility analysis, not brand affiliation alone.
Hotels receive OTA guest emails for operational use only, but an address given directly by a guest during their stay is unencumbered by platform restrictions and is the only record the hotel truly owns.
Data from the Travel Dreams 2026 report, covering 500 hoteliers and 6,000 travelers, shows shortlists form before the booking page, making AI visibility and early-journey presence the top priority for 2026.
Digital guest directories, accessible via QR code without an app, reduce front desk load, enable real-time promotions, and drive ancillary revenue across dining, spa, and local experiences.
An eight-step framework for hotel F&B leaders building 2027 budgets, covering revenue planning, labor deployment, food and beverage cost control, capital investment, and contingency planning.
Maestro PMS argues that multi-property hotel groups should standardize data, reporting, and controls at the portfolio level while preserving property-level flexibility for workflows and guest experience.
Ahead of International Housekeepers Week, the article makes the case for digital tipping platforms as a year-round financial and workforce tool, citing 35% of hoteliers planning to add digital tipping in 2026.
STR raised its 2026 U.S. RevPAR forecast to 4.4% growth, and this piece explains how hoteliers should translate national trends into property-level 2027 budgets by aligning financial and demand forecasts.
A strategic case for why hotels should prioritize open APIs, data accessibility, and AI-ready PMS flexibility over chasing today's best AI features.
US H1 data shows luxury hotels grew RevPAR 15.9% by capturing both rate and volume gains, while economy hotels grew occupancy but saw ADR fall 9.3%, producing a RevPAR decline.
Sonic identity is framed as a portable, shareable brand asset, with research showing distinct hotel music boosts guest favorability and F&B revenue when programmed intentionally across dayparts.
The author challenges the industry's growth-at-all-costs mindset, arguing destinations must measure resident benefit alongside visitor volume and establish a transparent social contract for tourism.
OTA-provided guest emails, phone numbers, and virtual cards all expire within days or weeks, leaving hotels with no reachable guest list — and AI booking agents are set to repeat the same pattern.
Boise's hotel market has maintained ~70% occupancy despite a 50,000-room-night supply increase since 2019, driven by tech sector investment, healthcare expansion, and 10%+ population growth in Ada County.